Data Benchmarking as a Strategic Tool to Manage Internationalization Wilfred Mijnhardt, Policy Director, Rotterdam School of Management, Erasmus University, The Netherlands Dr. Mathias Falkenstein, CEO; Higher Education Management Group, Germany / Executive Policy Advisor; LUISS Business School, LUISS University, Italy 2019 Conference Measuring the Impact of Business Schools Agenda Time Subject Learning objectives Training methods Presenters & Times Introduction participants & presenters, All 10:00–10:20 Setting the Scene programme & objectives / expectations 20 min 1.Benchmarking 101 Mathias Falkenstein 2. Institutional culture and What do we mean by Benchmarking? 25 min presentation context How to develop an institutional culture Presentation, group work & 15 min Group Work 10:20 –11:15 3. The Inconvenient Truth that allows benchmarking? discussions 15 min presentation and discussion Total = 55 min 11:15–11:30 Coffee Break Wilfred Mijnhardt 45 min presentation How and where to get access to reliable 15 min Group Work 1. The power of clean data data? Presentation, group work & 11:30 – 12:45 15 min presentation and 2. Peers & CompetitorsNovember 9,How 2019 to define yourSlide institutional 2 peers and discussions discussion competitors? Total = 75 min All 12:45–13:00 Wrap up 15 min 2019 Conference Measuring the Impact of Business Schools Self introductions I am (name) from (institution & role) in (country) and I am interested in benchmarking because … November 9, 2019 Slide 3 2019 Conference Measuring the Impact of Business Schools First Name Last Name Title Institution Country Guénola Abord-Hugon Nonet University Sustainability Leader, Researcher & Professor Jönköping University Sweden Sara Aguilar-Barrientos Academic Coordinator. International Business Undergraduate ProgramUniversidad EAFIT Colombia Director, Darwazah Center for Innovation Management and American University of Beirut, Suliman S. Olayan School of Bijan Azad Lebanon Entrepreneurship Business Justin Xavier Batinadan Senior School Manager Monash University Malaysia Malaysia Kate Beach Director of Global Engagement Darden School of Business, University of Virginia USA Hamid Bouchikhi Dean SolBridge International School of Business South Korea Pedro Brito Associate Dean for Executive Education Nova School of Business and Economics Portugal Antoine Cauchon Deputy Director Missions commerciales de l'Université Laval Canada Azam Chaudhry Dean Lahore School of Economics Pakistan Kristeen Daly Accreditations, Rankings and Communications Manager University of Glasgow United Kingdom Katarzyna Fonseca Head of International Programs Nova School of Business and Economics Portugal Violetta Grigorieva International Partnerships & Faculty Relations Director Moscow School of Management Skolkovo Russia Longzhen Han Assistant Director MIT Sloan School of Management USA Jane Hendy Professor - Head of School Brunel University London United Kingdom Angus Laing Dean Lancaster University Management School United Kingdom Yuri Martens Strategic Partnership Manager Studyportals The Netherlands Andre Menezes Guest Professor Fundação Dom Cabral Brazil Amanda Michael Faculty Finance Manager Monash Business School Austria Hilda Mogire Associate Dean, Academic and Student Affairs Strathmore University Business School Kenya Sally Morshed Senior Officer The American University in Cairo Egypt Marta Pimentel Director Nova School of Business and Economics Portugal Sophanna Prom Vice Rector National University of Management Cambodia Kusdhianto Setiawan Vice Dean for Finance, Asset, and HR Faculty of Economics and Business Universitas Gadjah Mada Indonesia Janette Shearer Accreditation Officer University of Glasgow United Kingdom Bernhardus van Hoof Associate Professor Universidad de los Andes Colombia Simon Wilkie Dean, Faculty of Business & Economics Monash University Business School Australia Andreas Wittmer Head of International Networks University of St. Gallen Switzerland November 9, 2019 Slide 4 Guiding Questions for this Workshop 1. Do you have to make decisions that affects units or the entire organization? 2. Will some of your decisions bring significant changes in your organization, be hard to revers and require a significant commitment of resources? 3. Do your decisions often entail a high level of uncertainty and often lack data and evidence? 2019 Conference Measuring the Impact of Business Schools Benchmarking 101 Institutional Culture and Context Mathias Falkenstein 2019 Conference Measuring the Impact of Business Schools 11/9/2019 Initial Challenges for Benchmarking 1. What are relevant benchmarking areas? 2. How to define national and international peers & competitors? 3. How to create an institutional culture that allows benchmarking? 4. How to get access to relevant and trustworthy data? 2019 Conference Measuring the Impact of Business Schools November 9, 2019 Slide 7 Multiple Benchmarking Dimensions in Internationalisation Multiple Benchmarking Dimensions CURRICULA NETWORKS, STANDARDS & EXCHANGE & MOBILITY ACCREDITATIONS MANAGEMENT & LANGUAGE SUPERVISION GOVERNANCE PROGRAMMES & POSITIONING PEDAGOGY REVENUE & ASSET BASE STUDENT BODY RESOURCE SERVICE RESEARCH STUDENT SUPPORT MARKETING, BRANDING & FACULTY & COMMUNICATIONS CULTURE CORPORATE & ALUMNI ENGAGEMENT 2019 Conference Measuring the Impact of Business Schools November 9, 2019 Slide 8 WhereWhere doesdoes thethe termterm comecome from?from? TheThe termterm benchmarkingbenchmarking waswas firstfirst usedused byby cobblerscobblers toto measuremeasure peoplepeople’s feetfeet toto produceproduce shoes.shoes. TheyThey wouldwould placeplace someonesomeone’s footfoot onon a “benchbench” andand markmark itit outout toto makemake thethe patternpattern forfor thethe shoes.shoes. We all do it Benchmarking tells us our position or status in comparison to others. The questions we ask • Where am I today? • How do I compare to others? • Am I at the top or the bottom of the class? • What are the areas I need to improve? • Are there others with similar problems? • Have they solved them already, and if so what worked? 2019 Conference Measuring the Impact of Business Schools 11/9/2019 NovemberSlide 12 9, 2019 Collaborative benchmarking??? • is a process undertaken with the aim of improving performance by learning from others • is a voluntary process of self- evaluation • entails systematic and collaborative comparison of practices with the purpose of implementing change in order to improve A simple but not straightforward process 1. requires time, commitment and investment 2. is not only a technical exercise, but one of social and cultural engagement 3. factors pushing a change of culture and improvement 4. potentially, this can be threatening 2019 Conference Measuring the Impact of Business Schools 11/9/2019 Why do we do it? Benchmarking is a powerful tool to: • gain deeper understanding of institutional strengths and weaknesses • provide systematic comparison of core institutional processes by placing institutional performance in context • inform strategic planning and assist with decision- making in an increasingly competitive environment o setting realistic objectives and targets o building ownership of results at different levels • which should lead to innovative practice and improved organisational performance How do we do it? We need appropriate comparators • similar institutional profile (private vs. public / free standing vs. university embedded)) • similar degree of institutional development (size, age, programme portfolio) • sufficient common strategic interest (teaching, research, consultancy….) ▪ Or with a leader in the field? ▪ Or within/across the institution? 2019 Conference Measuring the Impact of Business Schools 11/9/2019 What do we do? You need to be sure your comparisons are comparable • agreeing on priority thematic areas • developing a list of indicators (quantitative and qualitative) • developing “benchmarks” 2019 Conference Measuring the Impact of Business Schools 11/9/2019 Apple vs. Oranges: Research Outputs Source: Scopus, World of Science, CABS Academic Journal Guide We need to gather and analyse reliable data • defining how the data will be gathered o issue of quality and comparability of data • validating the data • internally • with partners • using external experts • scoring the institution • placing the institution against the benchmarks • analysing and producing a report • confidential for management or shared? • what information is made public ? 2019 Conference Measuring the Impact of Business Schools 11/9/2019 Benchmarking Data Sources (public) Policy Organisations • European Tertiary Education Register (ETER) • Organisation for Economic Co-operation and Development (OECD) Rankings • Times Higher Ed • Shanghai • U-Multirank • Financial Times • QS • CWTS Leiden Accreditations • National / International • Reports • Databases Science • Scopus database • World of Science • CABS Academic Journal Guide 2019 Conference Measuring the Impact of Business Schools November 9, 2019 Slide 19 In conclusion… Benchmarking (like strategic planning) • is about positioning (regional, national, international) • is designed to strengthen and enhance the performance and quality of an institution • is participative, dynamic and future focused • results in decisions and actions • is fundamentally a change process 2019 Conference Measuring the Impact of Business Schools 11/9/2019 Benchmarking: The Inconvenient Truth 2019 Conference Measuring the Impact of Business Schools 11/9/2019 Rankings 2019 Conference Measuring the Impact